It can be difficult to succeed in implementing Lean transformation and improve a company’s metrics over 10 percent. Particularly when managerial behaviours don’t follow this transformation. In fact, in a Lean environment, managerial behaviours and the company’s culture have to change in order to sustain results. Especially supervisors & team Leaders. Below is a list…
“It’s a Marathon, Not a Sprint”, by XONITEK’s Joseph Paris discusses the perennial problem of attempting to apply lean strategies, whilst failing to engage in honest conversations that ensure the company works in unison. Published in Lean Management Journal in the March 2014 issue. Download PDF
“When the Bar Must Be Raised”, by XONITEK’s Joseph Paris. After a dramatic several years for motor giant Toyota, Joseph Paris suggests that the coveted TPS might be in need of its own Kaizen. Published in Lean Management Journal in the December/January 2014 issue. Download PDF
“Lean Assessments: The Rally Point of the Journey”, by XONITEK’s Joseph Paris, emphasises the importance of self-assessment prior to and during any lean journey to ensure your organisation arrives at its intended destination. Plus, continued media coverage of the Operational Excellence Society. Published in Lean Management Journal in the October 2013 issue. Download PDF
In 2010, Engro Fertilizers commissioned the world’s largest single-train ammonia-urea complex capable of producing 3835 tpd prilled urea. This Plant is equipped with aMDEA Based CO2 Removal System to make the process more clean and energy efficient. This paper presents operating experience of BASF aMDEA in a CO2 removal system of this new Ammonia Plant….
Today, only 40% of world leading executive business leaders around the globe are confident of their revenue growth prospects (Source: PWC). In today’s economic environment, many global companies must adapt to a new situation where: Supply chain risks are higher Competition within existing markets increases yet more The lean spheres widen to areas outside the…
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